Improving human resource quality at Hanoi Construction Joint Stock Company No. 1

Efforts at work. The decision to reward must be made quickly to promptly recognize outstanding achievements, there must be immediate praise and not necessarily waiting for a material reward. The reward must be fair to everyone and must be based on the level of work completion of the individual employee, not the position of the employee. At the same time, the reward decision should be made public to the entire Company to increase the pride of the individual employee and set a good example for other employees to learn from in the hope of having the opportunity to assert themselves before the collective. However, it is necessary to note that the reward should not become the main source of income, which will lose the role of salary.

Corresponding to the reward system, there should be clear regulations on the levels of penalties corresponding to violations. When establishing the level of penalties, it is necessary to base it on the nature, level of violation, the level of impact on others in the department and the interests of Hanoi Construction Joint Stock Company No. 1. Regulations on labor discipline and handling of disciplinary violations need to be public and clarified throughout the company. At the same time, it is necessary to ensure that all violations must be strictly handled. However, when implementing discipline, it is necessary to consider and weigh carefully, in order to create opportunities for violators to correct mistakes and shortcomings.

The strict coexistence of rewards and discipline will strengthen the relationship between the rights and responsibilities of employees and the work they are undertaking, helping employees see the need to improve themselves in constantly improving their professional qualifications as well as strictly complying with legal regulations and becoming increasingly proficient in their working style and service attitude.

Build a close relationship between the Party and Youth Union organizations with the government in operational activities such as management, supervision and taking care of the material and spiritual life of workers. On the other hand, strengthen the inspection of the situation.

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perform duties and public services to promptly detect and correct errors and deviations, and at the same time strictly and appropriately handle violations.

In addition, Hanoi Construction Joint Stock Company No. 1 also needs to require employees to understand that in order to stand firm and have opportunities for career advancement, employees need to understand the law as well as their rights and obligations. Each employee must be aware of self-cultivation, training in moral qualities, awareness of law compliance; strive to improve themselves in observing working hours, complying with labor discipline, learning and complying with the regulations set forth by the company.

3.2.3. Job rotation and appointment to management positions

Once a human resource has been created, the essential issue for the company is how to manage and use that human resource effectively. Because human resource is not only a factor in the production process but also a reserve of intellectual resources of the company.

Wide open promotion opportunities

The assigned work has an important role in the work system of the enterprise, which will help employees feel interested in the work. On the other hand, important work will also make them feel respected and have a certain position in the enterprise. Only then will employees value their current work and work hard to complete it. Therefore, the task of the administrator is to help employees realize the importance of the work they are doing. Then they will be loyal to the enterprise and work more enthusiastically. The company has just achieved the goal of improving product quality and improving the quality of human resources.

Promotion in position:

Employees with many contributions, experience, expertise in the position, good performance, continuously in the leading position will be promoted to expert, when reaching this position for employees calculating salary according to productivity, they will have a higher basic salary plus commission. For office staff with capacity, good performance will be considered for promotion to deputy manager, then the responsibility is higher and requires management qualities. In case of vacancy in the positions of department head, director, the subordinate manager will be given priority to consider, evaluate first, if qualified, will be assigned that position, otherwise the company will recruit a new replacement.

3.3. Some recommendations for

3.3.1. For the State

Currently, Vietnamese enterprises are facing a common situation: the quality of input human resources does not meet the needs of employers, the training level is low at nearly 20%. Workers who want to be trained have to pay while their conditions are limited. Enterprises do not have enough financial capacity to be able to retrain the whole. Therefore, the State should have the following educational support:

- Training managers, through short-term training courses, coaching courses, to help them better understand law, economics, technology..., training management skills through short-term classes, seminars...

- Establish training centers as well as management training: Increase investment in local vocational training centers, build centers that meet

To meet practical needs, the State encourages businesses to train themselves by deducting a portion of taxes to set up a training fund.

- Disseminate legal information such as: salary regime, mandatory benefits... through mass media and specialized seminars.

- Besides, there is also a need for testing centers to evaluate the output quality of training schools.

- In addition, providing information to businesses about human resources is also something that should be encouraged: Cooperating with businesses to open job fairs (possibly right at universities, colleges, etc.), and contact programs between students and businesses.

- Build and improve infrastructure, transportation, electricity and water systems, and cooperate with businesses to build low-cost housing for workers.

Finally, the State needs to take measures to control the cost of living so that real wages are guaranteed for workers.

3.3.2. For the Ministry of Construction

The Ministry of Construction needs to have mechanisms and policies to support and encourage companies to develop human resources.

The Ministry of Construction needs to support capital for businesses: although the Company's business activities have been effective in the past, in order to meet the Company's expansion needs, capital is always the top priority.

3.3.3. For the Company

The company needs to increase funding for improving the quality of human resources, especially funding for training and developing human resources.

Every 6 months, organize exchange and training classes on science and technology for technical staff in the whole Company.

Innovate and improve preferential policies for highly qualified employees at the Company, apply higher salaries for technicians, to strengthen scientific and technological management.

The company needs to step up market research and find more jobs to increase income for workers.

Quickly liquidate fully depreciated machinery to invest in repairing and upgrading deteriorating machinery.

Continue to invest in infrastructure: Build more dormitories to create stable accommodation for the Company's staff.

Link and cooperate with businesses in the same industry to support and help each other in production and business, expanding domestic and foreign markets.

Complete the labor safety protection system for officers and employees.

CONCLUDE

Through the process of collecting, researching, analyzing, and evaluating the characteristics and the current status of human resource quality at Hanoi Construction Joint Stock Company No. 1, the topic has synthesized and evaluated the current status of human resources as well as the impact of human resource management on the company's production and business activities. The thesis has stated the current status of human resource quality as well as factors affecting the quality of human resources of the Company to see the limitations of the Company's current labor quality, thereby having appropriate solutions. Through statistical data, the thesis has made comments, assessments, and perceptions on the effectiveness and trends of human resources in the company's production and business activities. At the same time, it has proposed a number of specific solutions to improve the quality of human resources of the Company.

In the context of the current economy, an economy full of complex fluctuations, to achieve overall operational efficiency, human resources in the industry must be dynamic, flexible and to have quality human resources, the best solution is to train and foster professional expertise through supplementing knowledge through school and production and business practices, with appropriate remuneration policies to attract and retain talented people.

Based on clearly defining the purpose, objects and scope of the research, the thesis has identified the following tasks:

One is: Systematize some basic theories on human resource quality and improving human resource quality in enterprises; identify external and internal factors affecting quality improvement in enterprises.

Second: Analyze the current situation of improving the quality of human resources of Hanoi Construction Joint Stock Company No. 1. Evaluate the strengths, weaknesses, achievements, existing limitations and causes.

Third: Propose some key solutions to improve human resource quality at Hanoi Construction Joint Stock Company No. 1 by 2025.

These solutions are expected to help improve the quality of the Company. However, because this is a topic that requires extensive knowledge, without much theory and practical experience, the thesis cannot avoid debates and shortcomings. I respectfully hope to receive comments from teachers and colleagues so that my thesis can be more complete.

Thank you very much!

LIST OF REFERENCES

1. Associate Professor, Dr. Tran Xuan Cau and Associate Professor, Dr. Mai Quoc Chanh (2012) Textbook of Human Resource Economics , National Economics University.

2. Associate Professor, Dr. Tran Kim Dung (2009), Human Resource Management Textbook,

Ho Chi Minh City General Publishing House

3. Associate Professor, Dr. Hoang Van Hai, Master, Vu Thuy Duong (2010), Human Resource Management Textbook , University of Commerce.

4. Bui Van Nhon (2006), Textbook on Management and Development of Social Human Resources , Justice Publishing House, Hanoi.

5. Associate Professor, Dr. Le Quan (2011), Ministry-level science and technology project (B2010-0708): "Improving the quality of sales staff at supermarkets in Hanoi".

6. Associate Professor, Dr. Nguyen Ngoc Quan (2007), Human Resource Management Textbook,

National Economics University.

7. Associate Professor, Dr. Do Van Phuc (2004), Human resource management of enterprises , Science and Technology Publishing House, Hanoi.

8. Center for Human Resource Development Research, From education development strategy to human resource development policy , education publishing house - 2002

9. Dr. Vu Ba The (2005), Article "Promoting human resources for industrialization and modernization - International experience and Vietnamese practice", Labor - Social Publishing House, Hanoi .

10. Master's thesis: "Some solutions to create and maintain high-quality human resources at Viettel Trading and Import-Export Joint Stock Company" by author Le Hai Anh (2011).

11. Master's thesis "Improving the quality of human resources to meet the requirements of industrialization and modernization in Ninh Binh province."

12. Business performance report of Hanoi Construction Joint Stock Company No. 1 2017, 2018, 2019.

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